Grand Strategy of INP 2005-2025

The community-policing officers in Indonesia, known as bhabinkamtibmas, are a part of non commissioned officers, which is the lowest rank in Indonesian National Police.

The changes in the cultural aspect⁴⁸ encourage police to made Grand Strategy 2005-2025. The first five years (2005-2010) is known as trust building, the second five-year (2011-2015) is known as partnership building, and the last ten-year (2016-2025) is strict for excellent. In essence, this grand strategy is designed to support the realization of the one and same philosophical aspects within the police, although their will always be the change of the Chief of the Police.

First phase in the period of 2005-2010 emphasized trust building to stakeholders.

Trust is strategically chosen as one of major factors in the development point on how the police will do their duties successfully. However, in many cases, it requires the cooperation of the society, both in handling of crime as well as creating a sense of security maintenance, which is defined by the public trust.

Building public trust (external) will not be effective if it is not along with building the internal work environment among police itself. Both external and internal trust building need the leadership role as an important factor, which is the beginning of a shift towards strengthening trust.

Second phase in the period 2011-2015 aims at the strengthening and stabilization of the partnership and networking. The police might do their activities without involving the public. However, to achieve the level of operational effectiveness in certain activities, especially preventive, requires enormous funds. Therefore it is very relevant when police in the second period has been more assertive in implementing the principles of community policing as an operating principle.

48 Siregar, Sarah Nuraini (Ed.). Reformasi Struktural Polri Tahun 1999-2010. (Andi, Yogyakarta 2015) 44-45

Third phase in 2016-2025 will emphasize the development of excellence. External excellence can only be achieved by building resources that excel in all areas. In building the image of the police in the community with the above steps, in advance by progressive measures, the organization and management of the police need to be developd. The values of excellence, integrity and transparency should be the spirit of the organization and management of the police to counteract the negative image that can arise in the police force.

Grand strategy is the embodiment of police reform, as a point of departure in restoring public trust. The public is expected not only to cover up the real problems at the agency, but as the beginning of change in the resolution of the existing problems. Public trust is actually the energy for the police in carrying out its duties and functions. Without this, any task performed by the police will continue to cling bad image which make public itself against the police institution.

Public trust in the police is almost at the lowest point, of course, and it is a challenge and also an obstacle in implementing their performance, as mentioned in the first phase (trust building), in order to support significant public trust on the existence of the police as a professional institution.

In 2012, I did a comprehensive evaluation on first phase of Grand Strategy 2005-2010. Based on my previous research using Analytical Hierarchy Process analysis, please see figure 2 below, it shows that priority indicators in evaluation criteria of strategy evaluation in grand strategy of INP phase I “trust building” are;

advantage, consistency, followed by feasibility and then consonance criteria.

Potential implementation of development priorities and strategic factors in Grand Strategy of INP phase I “trust building” period in 2005-2010 is a strategy-based national police service, followed by community justice, community policing, cultural development, development of organizational structures, and strategy of institutional posture. Priority setting of potential development strategic factor of Grand Strategy for the INP phase does not mean that the first strategy is the most important and the others have not the priorities. Prioritization is only as an addition to determine the strategy to be chosen first when whole strategy implementation experience constrains. However, the implementation of all strategies simultaneously will achieve the optimal result for grand strategy of Indonesian National Police goal until 2025. This previous study conclude that in the second phase of Grand Strategy 2011-2015 the community policing strategies will become the main alternative strategies that being develop by the INP to create the partnership and networking with community stakeholders.

I then assumed that the Grand Strategy 2005-2025 is used as the beginning of civilian police establishment in Indonesia through the INP reformation. This means to build an efficient, effective and professional civilian police service that meets the requirements for community policing as well as the security of Indonesians – a force that is both responsive to civilian needs and accountable to civil authority.

Figure 2. A Model of AHP in Evaluating the Grand Strategy⁴⁹

Furthermore, in implementing the Grand Strategy phase II, the police, nowadays, focused on the partnership building as a continuation of the first phase, which needs to build close cooperation with various parties related to police work. In elaboration, it should be implemented by all operational functions of the police, which are unfolded in a variety of activities. The implementation of Grand Strategy phase II carried out by the INP holds a wide range of partnerships with community activities. The third stage strives for excellence with periodization 2016-2025. In this phase, the police are

49 Meutia, Intan Fitri. Evaluasi Grand Strategy Kepolisian Negara Republik Indonesia Tahap I

CONSISTENCY

ALTERNATIF CJ STRATEGIES CRITERIA

GOAL

ADVANTAGE

CONSONANCE FEASIBILITY

NPS IP

DOS CD

CP

Note;

CJ : Community Justice CP : Community Policing CD : Cultural Development

DOS : Development of Organizational Structures IP : Institutional Posture

NPS : National Police Service

SUSTAINABILITY

STRATEGY STRATEGIES

REPLACED

SCENARIO STATUS QUO

EVALUATION GRAND STRATEGY (INP) 2005-2010

expecting to be at the superior level of public service delivery and public trust. The formulation of the strategy is the process of preparing the next steps, which are meant to establish the vision and mission of the organization, setting strategic objectives and corporate finance, as well as designing strategies to achieve these objectives in order to provide the best public service as a professional institution. The partnership building strategy will focus on community justice and community policing. This thesis will try to describe the implementation of community policing in Indonesia and the effect of it to the community justice, security and order.